Planning into Action - Aberdeen Performing Arts · APA 5 Year Plan 2013 - 2018 Summary Planning into Action Creating a spark Creating a spark Aberdeen Performing Arts is a charity

APA 5 Year Plan 2013 - 2018Summary

Planning into Action

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Creating a SPARK2

Planning into ActionOver the winter of 2012-13, Aberdeen Performing Arts (APA) held a

programme of workshops, one-to-ones, team discussions and meetings

to engage the whole organisation in exploring “how we do business

around here” and involve all our stakeholders in plans for

taking APA from good to great

The process provided insights that helped shape :

• APA 5 Year Plan 2013-2018 • The APA Way

This document summarises the outcomes.

Full details are available in our APA 5 Year Plan.

The APA Way:Rights & Responsibilities

I HAVE THE RIGHT TO… I HAVE A RESPONSIBILITY TO…COMMUNICATION AND ENGAGEMENTBe informed • seek information and ask questions • share information sensitively and appropriately • be open to receive information

be involved • participate • be proactive • involve others

be listened to • speak up • listen to others • make constructive contributions

honesty • give and receive feedback constructively • refl ect on lessons learned • be willing to challenge yourself • be open and honest

WORKING TOGETHERBe respected • respect others • understand others’ position • warrant respect

be supported • ask for help • accept help • support others

be treated fairly • treat others fairly • include everyone equally • not judge or discriminate

be valued • value others • celebrate success • say thanks

work in a positive environment • be positive at work • take pride in your work • be ambassadors for the company

BEHAVIOURMake mistakes • accept mistakes and not blame others • fi x mistakes • learn from mistakes • not repeat mistakes

take risks • calculate risk • minimize risk • mitigate against risk

be safe • act in a safe manner • be aware of your environment • take appropriate preventative action • observe Health and Safety procedures

grow and develop • take responsibility for your development • seek and take opportunities for growth

• challenge yourself

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APA 5 Year Plan2013 - 2018

3Creating a SPARKCreating a SPARK

The APA Way:Code of ConductWe want to work in an open and honest culture…where individuals are respected and treated fairly…where we trust each other to get on with the job and help each other out: “I’ve got your back” We want to work in a positive environment with friendly colleagues. A smile, a nod, a warm welcome go a long way, with each other and customers.

It’s the kind of place where people show real commitment. We’re here because we want to be. We love the job and take personal responsibility to sort issues in the moment. We enjoy hard work and a bit of fun. We all pull our weight. We’re happy to be accountable for our work and we’re prepared to be refl ective – “how did that go?” (And we expect a courteous, constructive and honest response.)

“Treat others as you’d like to be treated” is a motto that works for us. So is “lead by example”.

We’re a learning organisation so we share knowledge, skills and experience.

Most of all, this is a creative organisation – every part of it. Ideas are welcome. Bring solutions not problems please. Let’s inspire each other.

We don’t just want to be good. We want to be great. In fact we want to leave the world a better place. That’s how ambitious we are.

With team spirit, we can do it.

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Creating a SPARK

Mission and Vision Mission

Creating a SPARK

Vision a vibrant, cultural hub at the heart of city life

inspiring exploring engaging through live performance and creative projects

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The APA Way: ValuesThe APA Way is our guide to how we do business around here.

It was developed in workshops with 150 staff. It is made up of our Values, our Code of Conduct and Rights and Responsibilities.

Creating a SPARK

VALUESBring a SPARK to the job:

cuRiosity

oPtimismloyAlty

reSilience

teamworK

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Creating a SPARK

Planning andReportingTo set the destination for APA and help us achieve our creative ambitions

we have:

3 Strategic Goals – the aim of our work

3 Enablers – the constants that underpin our operation

3 Themes – the current focus to improve how we work.

✔ Each Strategic Goal is expanded into a number of Development

Priorities.

✔ Development Priorities are expanded into team Action Plans with

*SMART objectives.

✔ Progress on plans is monitored monthly by Senior Management Team.

✔ Creating a Spark reports help the Board monitor performance.

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*SMART = Specifi c, Measurable, Achievable, Resourced, Timebound

Creating a SPARK

The APA Way

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3 Strategic GoalsPRESENTING AND PRODUCING A DISTINCTIVE ARTISTIC PROGRAMMEWe’re increasing our producing and commissioning role in music, theatre and

dance. We’re supporting artists to create work in the North East. We’re producing

and creating distinctive programmes for each of our three venues. We’re continuing

to build our reputation for touring and presenting small to large-scale theatre,

music, and dance, unique APA promotions and curated programmes, international

projects and imaginative collaborations.

TALENT DEVELOPMENT AND CREATIVE LEARNINGWe’re investing in talent and providing an inspirational and inclusive creative

learning resource in the North East for youth theatre, music-making and dance.

We want to push the boundaries of youth theatre with a regional, national and

international outlook and impact. Music making and appreciation programmes for

young people will deliver exceptional learning and performance opportunities and

provide a focus for community engagement.

Talks, tours and workshops will provide a context for our cultural programme.

We’ll be the hub for professional development in the performing arts for artists and

arts practitioners in the North East.

CITY VISION CREATIVE NATIONWe will grow our role as contributors to the city vision and fi rmly place ourselves

on the map of creative Scotland. We’ll develop APA’s leadership role and potential

to act as a creative hub for the artistic community in the North East. We’ll work with

partners in the city to articulate the cultural offer and promote this on a national

and international stage, developing the cultural tourism offer.

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Creating a SPARK

Annual Planning CycleThere’s a natural rhythm and cycle to the year.

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SPRING SUMMER AUTUMN WINTER

APA Board Meeting APA Board Meeting APA Board Meeting APA Board Meeting and AGM’s

Team Meetings Team Meetings Team Meetings Team Meetings

Appraisals Planning & Review Planning & Review Workplans agreed

Customer Service Bi-Annual Staff Survey Excellence Assessment

Internal Audit External Audit Audited Accounts

Quarterly Management Quarterly Management Quarterly Management Quarterly Management Accounts Accounts Accounts Accounts

Company meeting and Company Meeeting and Company meeting and Summer Season Autumn/Winter Spring Season Briefi ng Season Briefi ng Briefi ng

Governance

PerformanceReview

FinancialPlanning

CreativeProgramme


Creating a SPARK

3 EnablersOur 3 Enablers are WAYS OF WORKING, not tasks.

They are the constants that underpin our operations and help us to work more

creatively, effi ciently and effectively.

1. PEOPLEAny organisation is only as good as its people - and the processes that support

the team to grow and deliver. At the heart of everything we do, we are a learning

organisation, striving to improve standards of governance, management and

organisational development. We promote ‘creating a spark’ among staff: encouraging

ideas, being solution-focussed, taking the initiative and modelling best practice.

2. SERVICESOur driver is providing a unique cultural service.

Our creative choices and programming are supported by income from ticket sales,

catering and bars, conferencing and events.

High priorities are growing audiences and developing our customer base, great

customer service and high quality branding and marketing.

3. INFRASTRUCTUREOur 3 venues are home and we are an open house with a warm welcome.

Our restored and renovated historic Matcham theatre sets the standards for

redevelopment plans already underway for the Music Hall and The Lemon Tree.

We are developing business systems alongside a comprehensive IT strategy.

We constantly question how we enable access to our organisation, our venues, our

programme and we test ideas.

Health and safety rules.

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Creating a SPARK

Planning FrameworkThe APA 5 Year Plan recognises national and regional priorities

NATIONALOBJECTIVES

REGIONAL & LOCALOBJECTIVES

APA 5 YEAR PLAN PRIORITIESAND OBJECTIVES

DEPARTMENTAL ANDTEAM ACTION PLANS

PERSONAL OBJECTIVES: IDENTIFIED THROUGH ANNUAL PERFORMANCE REVIEW

Scottish Government Creative Scotland Visit Scotland Event Scotland

Aberdeen City Council Chamber of Commerce City and Regional Partnerships Universities and Colleges

APA Board APA Management APA Staff

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3 ThemesOur 3 Themes are our critical success factors. They are areas for improvement that

impact on our ability to achieve our goals.

1. COMMUNICATIONStrong brand values and communication shape perceptions, profi le, reputation.

Having the right information to do the job and the opportunity to contribute to

planning builds ownership and morale, developing a resilient, robust workforce. We

encourage stakeholders to speak up, challenge and support. We nurture trust so

customers, funders, sponsors and partners will take risks with us.

2. LEADERSHIPGood leadership inspires passion, pride and personal responsibility. We share the

vision and live the values. We’re creating a dynamic, motivated, delivery-focussed

working environment. We encourage ideas and promote a healthy, positive company

culture.

3. SUSTAINABILITYWe don’t just want to survive, we want to thrive.

Exciting programming, careful planning, smart thinking, inspired marketing,

thoughtful stewardship, environmental awareness, a sharp focus on fi nancials – all

will contribute to our long term sustainability.

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Creating a SPARK

EXTERNAL

Artists and Creatives Artists, directors, producers, promoters, managers and organisations; national

companies like National Theatre and Scottish orchestras; national festivals, City Moves. APA drama groups, Youth Theatre the Federation of Scottish Theatre and more.

Audiences 450,000 paying customers a year: audiences and visitors. Friends, Matcham members.

Local Community Individuals, families, children and young people, schools, students, groups, volunteers,

tour guides, older people – all communities in the area.

City and Region Funders and investors: Aberdeen City Council and a range of organisations and

businesses across the north east: Visit Aberdeen, Aberdeen City & Shire Economic Future, Aberdeenshire Council, Chamber of Commerce.

National Funders and investors: Creative Scotland, Visit Scotland, Scottish Enterprise, Event

Scotland, SCDI; audience development agency Culture Republic; Trusts and Foundations, national sponsors.

Infl uencers Art critics, reviewers, reporters and bloggers comment on us. Networks and umbrella

groups can be great ambassadors. Customers who comment on Trip Advisor and social media infl uence others’ decisions.

We like to help them make informed comments.

Suppliers Providers of IT, catering, print, technical and all manner of goods and services help our

venues tick.

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Development PrioritiesTEAM PRIORITIESDevelopment Priorities cover all aspects of APA’s operation.They are summarised by Team below. Further details are available in the APA 5 Year Plan and Team Action Plans.

Creating a SPARK

CHIEF EXECUTIVE• Develop the Board and succession planning• Build organisational capability to deliver fi ve

year plan• Improve internal communication• Develop leadership and management in APA• Work with partners to shape the the city’s

cultural offer and promote this nationally and internationally

• Lead redevelopment of the Music Hall

FINANCE & CORPORATE SERVICES• Improve fi nancial performance and reporting• Promote a culture of continuous

improvement and ensure a programme of performance management is in place

• Develop staff relations and ensure staff wellbeing

• Grow catering business• Review ICT strategy and implement systems

OPERATIONS & PRODUCTION• Develop cost-effective maintenance plans• Develop an environmental sustainability plan• Develop quality housekeeping service• Develop our role as a production training hub• Develop staff and inter-venue team working• Champion a health & safety culture

PROGRAMMING & CREATIVE PROJECTS• Develop APA’s producing and commissioning

role• Develop touring and presenting• Develop creative learning• Improve professional development

opportunities• Develop community engagement

COMMUNICATION & MARKETING• Develop ticketing systems to improve market

share• Build audiences including for niche and

curated strands• Increase new media engagement• Maximise media coverage• Develop customer service practices• Develop a company-wide approach to access• Develop APA’s strategic brand direction

9Creating a SPARK

StakeholdersBelow are the governance and management arrangements of the organisation.Our structure is still evolving: changing to meet the needs of the changing environment.

INTERNAL

APA Board APA’s Chair and Directors of the Board are appointed for 4 year periods. They bring skills and expertise to support and guide APA on policy and strategy. The

Board sets up Sub-Committees and short-life working groups as needed.

SMT SMT or Senior Management Team meets fortnightly and leads the organisation. SMT is made up of APA’s Chief Executive and 4 Directors: Director of Finance & Corporate Services Director of Marketing & Communications Director of Programming & Creative Projects Director of Operations & Productions

EMT EMT or Extended Management Team meets monthly and ensures operations are on

track. EMT is made up of all managers.

Team APA 220 people - full-time, part-time, seasonal - working across 3 venues in departmental

teams and project teams.

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Creating a SPARK

Measures of Success✔ We think about outcomes at the start.

✔ We ask how we’ll know what good looks like.

✔ We set goals.

✔ We monitor and evaluate outcomes.

✔ We feed results into planning.

✔ We feed learning into training.

A virtuous cycle

GOAL 1: ARTISTIC PROGRAMME Presenting, producing and creating a

distinctive, high quality artistic programme

GOAL 2: TALENT DEVELOPMENT + CREATIVE LEARNING Investing in talent and providing an

inspirational creative learning resource

GOAL 3: CITY VISION, CREATIVE NATION Contributing to the city vision and a creative

Sample measuresRange, quality and diversity of programmeNumber of tickets soldAmount of earned incomeBreadth of audiencesAudience satisfactionCustomer Service Excellence ratingArtist experience

Sample measuresNumber and range of participants in creative learningNumber and range of opportunities to engageOutcomes for participantsInvestors in People rating

Sample measuresLevel of engagement with stakeholdersRange of opportunities for engagementPartnerships developedCo-creation projects with partnersFunding and investment attracted

*SMART = Specifi c, Measurable, Achievable, Resourced, Timebound

10Creating a SPARK

Operational StandardsOur 4 Operational Standards help us prioritise training and development to ensure that our employees are equipped and empowered to make the right decisions and judgement calls:

HEALTH& SAFETY

COURTESY

THE SHOW!

EFFICIENCY

look out for our customers, colleagues, suppliers and contractors, create wellbeing in APA

respect our customers and colleagues, build trust and create team-spirit

always look for a better, smarter way… we love ideas

5 star programmes and productions

Thanks to this approach, APA was the fi rst and remains the only arts organisation in Scotland to have achieved Customer Service Excellence. This rigorous customer standards scheme is a hallmark of quality and is a trademark of the Cabinet Offi ce.

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Documents

Planning into Action - Aberdeen Performing Arts · APA 5 Year Plan 2013 - 2018 Summary Planning into Action Creating a spark Creating a spark Aberdeen Performing Arts is a charity